Description
Solution
Email 6: 3.2 Legal Requirements for Redundancy Process
As you consider implementing the reorganisation within your directorate, it is essential to fully understand the legal requirements surrounding redundancy.
1. Identification of Reasons for Redundancy
Redundancy can be defined as situations where posts are no longer needed for one reason or another for instance closure of a business, downsizing or diminutive of the organization’s requirements for employees. As for redundancy, the most predominate act of law is the Trade Union and Labour Relations (Consolidation) Act of 1992, referred to as TULRCA. TULRCA 1992 provides clear guidance such as eligibility for redundancy and process pointing out that the reason for redundancy is must be valid, non-discriminatory, and objectively justified (Bakermckenzie, 2025).
2. Stages in the Process
The redundancy process involves several key stages:
Selection for Redundancy: This is because it is based on such factors as merit and fitness (skill, experience and performance). It must also not favour one party over the other, in other words it has to be impartial. Larger redundancy situations Applying this provision where the proposed dismissal relates to 20 or more employees, other regulations under TULRCA 1992 with regard to collective consultation with unions or employee representatives apply (Bakermckenzie, 2025).
Consultation: Employers have to consult the employees who will be affected or their representatives. These include detailing why redundancy is necessary, looking at options and potential solutions to this (like a transfer).
Notice and Redundancy Pay: Proper notice should be provided to the employees before redundancy comes into operation depending on the years of service. They are also redeemable for redundancy and for this they are paid according to their age, contract duration, and weekly wages (Gov.Uk, 2024).
3. Information on Consultation Requirements
Consultation is a legal requirement under TULRCA 1992. Where 20 or more redundancies occur within a 90-day period,…
Please click herein to access this assessment in full
Related Papers
(Solution) Assessment ID / CIPD_5HR01_22_01 5HR01 Employment relationship management
(Solution) New CIPD Level 5 Assessment ID / CIPD_5CO03_24_01 5CO03 Professional behaviours and valuing people
(Solution) Sources for Proximie’s Competitive Advantage
(Solution) CIPD Level 5 5C002
(Solution) CIPD Oakwood 5HR02 Talent management and workforce planning Assessment ID / CIPD_5HR02_22_01
(Solution) CIPS Assessment 1 PDV- Managing Expenditures with Suppliers
- In this assessment, by selecting a category of spend, the importance to organisation stakeholders has been provided.
- The organisation of focus is Royal Commission for AlUla (RCU). Also, by carrying out brief market analysis, an explanation of the extent in which procurement function offer value for money outcomes has been produced.
- The selected category of spend in RCU is the Information Technology (IT) and cybersecurity. In particular, the IT infrastructure and equipment sub-category of spend has been prioritised for evaluation.
- In order to achieve this assessment objectives, appropriate purchasing models have been selected for application.
- These included Mendelow Matrix Analysis, Porter’s 5 Forces, STEEPLE, SWOT analysis and more.